American Heart Association Strategy For The Workforce

American Heart AssociationAmerican Heart Association Strategy For The Strategy For The

Workforce Workforce

Bill AchenbachBill Achenbach

Vice President Human ResourcesVice President Human Resources

Workforce StrategyWorkforce Strategy

We have a strategy for everything else…We have a strategy for everything else…why would we not have a strategy for the why would we not have a strategy for the workforce?workforce?

Strategy For The WorkforceStrategy For The Workforce

• TaskforceTaskforce– Affiliate and NC ExecutivesAffiliate and NC Executives

Reviewed/analyzed dataReviewed/analyzed data Identified key deliverablesIdentified key deliverables Built case for changeBuilt case for change Reported to Senior LeadershipReported to Senior Leadership Continues to meet/refine strategyContinues to meet/refine strategy

Workforce StrategyWorkforce Strategy• Three critical componentsThree critical components– Literally connected to the organization’s Literally connected to the organization’s

mission and strategic objectivesmission and strategic objectives– Supports an environment that establishes Supports an environment that establishes

the organization as a compelling place to the organization as a compelling place to workwork

– Rigorously build muscle with regard to Rigorously build muscle with regard to organization capabilityorganization capability

Workforce StrategyWorkforce StrategyIt’s about the environment..It’s about the environment..

• ““The only way to attract and retain top talent is to create The only way to attract and retain top talent is to create a compelling place to work – a place where employees a compelling place to work – a place where employees feel good about their job and good about the feel good about their job and good about the organization…a challenging environment where organization…a challenging environment where everyday employees have the opportunity to do what everyday employees have the opportunity to do what they do best…the opportunity to grow, develop and they do best…the opportunity to grow, develop and remain contemporary in their skills - for the employer remain contemporary in their skills - for the employer

this has become the price of entry…”this has become the price of entry…”

Workforce StrategyWorkforce StrategyOther key elementsOther key elements• Needs to be part of the fabric of the Needs to be part of the fabric of the

organization – not “just another HR organization – not “just another HR thing”thing”

• All employees and leadership required All employees and leadership required to understand their role – workforce to understand their role – workforce philosophyphilosophy

• HR designs/executes and is accountable HR designs/executes and is accountable for deliverablesfor deliverables

Strengthen CapabilityStrengthen Capability

Business StrategyBusiness Strategy

• MissionMission• ValuesValues• Market StrategyMarket Strategy• GoalsGoals• ObjectivesObjectives

• High Level Outcomes High Level Outcomes are clearly definedare clearly defined


• Business StrategyBusiness Strategy– Thorough review of strategic planThorough review of strategic plan

Read/analyzed by individuals both inside Read/analyzed by individuals both inside and outside the organizationand outside the organization

Touched base with our valuesTouched base with our values Clear focus on outcomes - 2010 impact Clear focus on outcomes - 2010 impact

goal and other key measuresgoal and other key measures


Business StrategyBusiness StrategyOrganizational Organizational

Capability Capability

• MissionMission• ValuesValues• GoalsGoals• ObjectivesObjectives

• High Level High Level Outcomes are Outcomes are clearly definedclearly defined

• What we need to be What we need to be “Good At”“Good At”

• Thorough analysis of Thorough analysis of mission/strategic planmission/strategic plan


• Organizational CapabilityOrganizational Capability– Looking to the future - identified those Looking to the future - identified those

“things” where we need to be very “things” where we need to be very good good

– Documented capabilitiesDocumented capabilities– Tested them with Senior management Tested them with Senior management

and other top leadersand other top leaders



• High LevelHigh Level Outcomes are Outcomes are clearly definedclearly defined

Business Business StrategyStrategy

Organizational Organizational Capability Capability

• What we need to be What we need to be “Good At” “Good At”

• Thorough analysis of Thorough analysis of mission/strategic planmission/strategic plan

Workforce Workforce StrategyStrategy

• How we How we develop develop CapabilityCapability

• How do we How do we get everyone get everyone in the in the organization organization to know what to know what they need to they need to understand – understand – do – and do – and deliverdeliver


• Workforce StrategyWorkforce Strategy

– Expectations clearly definedExpectations clearly defined – Workforce PhilosophyWorkforce Philosophy

Leaders and employee roleLeaders and employee role



• High Level High Level Outcomes Outcomes

are clearly are clearly defineddefined



• What we needWhat we need to be to be “ “Good At” Good At” • Thorough Thorough analysis of analysis of mission/mission/

strategic planstrategic plan

Workforce Workforce StrategyStrategy

• How we How we develop develop

CapabilityCapability• How do weHow do we get everyone get everyone in the in the Organization Organization to know what to know what

they need to they need to understand understand

– – do – and do – and deliverdeliver

Human Human Resources Resources

StrategyStrategy

• Performance Performance ManagementManagement

Other ManagementOther ManagementPracticesPractices• Training/ Training/

EducationEducation• CompensationCompensation• CommunicateCommunicate• Recruiting/ Recruiting/

SelectionSelection

Strengthen CapabilityStrengthen Capability• Human Resource StrategyHuman Resource Strategy– HR drives the process of developing HR drives the process of developing

an effective workforce strategyan effective workforce strategy– Accountable for delivering the Accountable for delivering the

capability required for the capability required for the organization to succeed organization to succeed

– Focus on evolving management Focus on evolving management practices practices


• MissionMission• ValuesValues* Goals* Goals* Objectives* Objectives

* High Level * High Level Outcomes Outcomes

are clearly are clearly defineddefined


• What we need What we need to be “ Good to be “ Good At”At”

• ThoroughThorough analysis ofanalysis of mission/mission/

strategic plan strategic plan

Workforce Workforce

StrategyStrategy

* How we * How we developdevelop

CapabilityCapability* How do we get * How do we get

everyone everyone In the In the

Organization to Organization to know what they know what they need to need to understandunderstand

– – do – do – and deliverand deliver

Human Human Resources Resources

StrategyStrategy

* Performance * Performance ManagementManagement

Other Other ManagementManagementPractices: Practices: * Training/* Training/ EducationEducation* Compensation* Compensation* Communication* Communication* Recruiting/* Recruiting/ SelectionSelection

Leadership Leadership Model Model

* How we lead the* How we lead the OrganizationOrganization

* Communicate* Communicate* Teamwork* Teamwork* Judgment* Judgment* Planning* Planning* Literacy* Literacy* Customer* Customer* Integrity* Integrity* Coaching* Coaching* Strategy * Strategy * Performance * Performance



• Leadership ModelLeadership Model– Develop leadership skillsDevelop leadership skills

Talent management – most important Talent management – most important capability with largest gap capability with largest gap

Not about amassing information, about Not about amassing information, about building relationshipsbuilding relationships


• Management PracticesManagement Practices- Management practices are the catalytic Management practices are the catalytic

mechanisms that support attracting, hiring mechanisms that support attracting, hiring and retaining top talentand retaining top talent

- Key components of our workforce and HR - Key components of our workforce and HR strategy strategy

- Fuel for strengthening capabilityFuel for strengthening capability- Require constant attentionRequire constant attention

Management PracticesManagement Practices

• Employer BrandEmployer Brand• RecruitingRecruiting• SelectionSelection• CompensationCompensation• Recognition/RewardsRecognition/Rewards• On-boardingOn-boarding• EducationEducation

• CommunicationCommunication• Performance Performance

ManagementManagement• Succession PlanningSuccession Planning• Job MovementJob Movement• Assessment and Assessment and

developmentdevelopment• Opportunity to Opportunity to

influenceinfluence


• Management PracticesManagement Practices– Evaluate eachEvaluate each

level important to support workforce level important to support workforce strategystrategy

current state relative to effectivenesscurrent state relative to effectiveness concept papersconcept papers

Workforce StrategyWorkforce StrategyExampleExample

““Culture of high performance”Culture of high performance”- Compensation management practice- Compensation management practice

- measure current effectiveness- measure current effectiveness- redesign if necessary to better support objective- redesign if necessary to better support objective

- Action- Action - develop a model that rewards equity vs. equality- develop a model that rewards equity vs. equality- execute and measure effectiveness- execute and measure effectiveness- change as often as necessary- change as often as necessary


““CCulture of high performance”ulture of high performance”

- education and training management practice- education and training management practice- measure current effectiveness- measure current effectiveness- redesign if necessary to better support - redesign if necessary to better support

objectiveobjective

- Action- Action- build corporate university model toward goal of - build corporate university model toward goal of

real time, unified/consistent approach to learningreal time, unified/consistent approach to learning


” ” ““ Culture of high performance”Culture of high performance”

- recruit and select top talent- recruit and select top talent - review employer brand and selection process- review employer brand and selection process

- Action- Action - designed/delivered new employment brand- designed/delivered new employment brand - redesigned employment/career website- redesigned employment/career website - introduced mechanized e-recruit process- introduced mechanized e-recruit process - re-enforced structured interview policy- re-enforced structured interview policy

QuestionsQuestions

Documents

American Heart Association Strategy For The Workforce